Developing analytical leadership

Abstract

Purpose

This paper aims to set out key steps in the development, engagement and retention of analytical leaders, showing why they are such a core resource, highlighting the key types of analytical talent and focusing on the core skills needed to attain analytical proficiency.

Design/methodology/approach

The research is based on a comprehensive survey of 799 analytical professionals employed by large US companies across a range of industries carried out in July 2008, as well as on the book Analytics at Work by Thomas Davenport, Jeanne Harris and Robert Morison, which was published in 2010.

Findings

The research identified the core skills requirements for each of the four main types of analytical talent, highlighting the skill set needed by analytical leaders. Where developing and retaining this vital resource is concerned, it was found that analysts who understood their roles were six times more likely to be engaged than those who did not.

Practical implications

Organizations need to take steps to develop, care for and retain their analytical talent. This is a prerequisite for establishing analytical leadership in a recruitment market where competition for analytics talent is increasing all the time.

Originality/value

As well as drawing on exclusive research, the paper shows that Accenture uses case studies based on in‐depth interviews and thought leadership to demonstrate analytical leaders' unique qualities.

Citation

Harris, J.G. and Craig, E. (2012), "Developing analytical leadership", Strategic HR Review, Vol. 11 No. 1, pp. 25-30. https://doi.org/10.1108/14754391211186287